http://dspace.uiu.ac.bd/handle/52243/207 Sun, 12 Apr 2026 00:41:43 GMT 2026-04-12T00:41:43Z http://dspace.uiu.ac.bd/handle/52243/3329 “Employee Turnover in the RMG Sector in Bangladesh: Causes and HR Strategies to Minimize it” Ferdous Meem, Marjana The RMG (Ready-Made Garments) industry is a cornerstone of Bangladesh's national economy, accounting for over 81% of exports and employing more than 4 million workers. However, this industry faces a persistent challenge: high employee turnover, ranging from 10% to 30% annually. This study aims to explore the main causes of employee turnover and propose human resource strategies to reduce it and improve organizational stability and efficiency. A mixed-methods approach was used, collecting data from 45 employees across three medium-sized companies (Fortune Zipper Bangladesh, Doreen Garments Ltd., and Brannerson Apparel’s Ltd.) using a structured questionnaire. Purposive sampling was employed to ensure sample diversity in terms of job title, gender, and seniority. Analysis methods included descriptive statistics, visualizations using bar and pie charts, and theme coding. Key findings support Hypothesis 1 by showing that non-financial variables like poor working conditions and limited professional growth, as well as financial factors like inadequate salary, are the primary causes of employee turnover. High levels of recognition and transparency are linked to lower employee turnover, while the efficacy of human resource management and communication systems vary (Hypothesis 2). staff retention is positively impacted by incentive systems and staff development initiatives, especially training and advancement (Hypothesis 3). Setting yearly compensation goals, enhancing the workplace, creating institutionalized recognition systems, boosting professional growth path transparency, enhancing communication, and assessing the return on training expenditure are some of the recommendations. Finally, developing a human resource strategy that considers both financial and nonfinancial needs is important for reducing employee turnover, improving employee resilience, and maintaining competitiveness in the garment industry. Future research should explore long-term impacts and expand the sample size to gain a deeper understanding. Project Report on “Employee Turnover in the RMG Sector in Bangladesh: Causes and HR Strategies to Minimize it” Mon, 01 Dec 2025 00:00:00 GMT http://dspace.uiu.ac.bd/handle/52243/3329 2025-12-01T00:00:00Z http://dspace.uiu.ac.bd/handle/52243/3328 The Impact of training programs on employee performance in banking sector of Bangladesh Sheum, Munif Ahbab Due to legislative changes, technology advancements, and rising client demands, Bangladesh's banking industry has experienced substantial change in the last 20 years. Employee training has become a crucial component in this changing environment, impacting risk management, customer happiness, operational efficiency, and overall organizational success. The following highlights the main conclusions of this review, which examines the effect of employee training initiatives on Bangladesh's banking sector: Enhanced Efficiency in Operations Bank staff have been able to acquire the technical and soft skills necessary for effective service delivery thanks to training programs. Organizations that consistently make upskilling investments report shorter turnaround times, fewer operational errors, and increased transaction processing accuracy. Increased Client Contentment Employees with proper training exhibit greater professionalism and responsiveness. Banks that place a high priority on customer service training have seen a discernible increase in client happiness, loyalty, and retention. Improved Compliance and Risk Management Training in compliance, anti-money laundering (AML), and risk management has become essential due to the increasing regulatory demands from Bangladesh Bank and global financial frameworks. Employees with training are better able to recognize and reduce operational and financial risks, guaranteeing institutional integrity and regulatory compliance. Adaptability of Technology The emergence of mobile platforms, fintech integration, and digital banking necessitates ongoing education. Employees who have received training in digital tools, cybersecurity, and data handling have been better able to adjust to new technologies, minimize system abuse, and spearhead bank digital transformation projects. Enhanced Morale and Retention of Employees Increased employee motivation, retention, and morale are all influenced by training and development opportunities. Project Report on "The Impact of training programs on employee performance in banking sector of Bangladesh" Mon, 01 Dec 2025 00:00:00 GMT http://dspace.uiu.ac.bd/handle/52243/3328 2025-12-01T00:00:00Z http://dspace.uiu.ac.bd/handle/52243/3327 Assessing training and development need of Banking sector in Bangladesh. Yasmin, Sultana This study investigates the critical training and development needs within the banking sector of Bangladesh, a sector undergoing rapid digital transformation and facing evolving regulatory demands. The primary objective was to assess the effectiveness of current training programs, identify significant skill gaps, and understand employee perspectives on organizational support for professional development. Utilizing a quantitative research approach, data were collected via a structured questionnaire from 125 employees across five major banks, representing both public and private ownership models. The findings reveal a strong preference for practical, on-the-job training, yet highlight a concerning reliance on traditional methods with limited adoption of digital learning platforms. A significant skill gap persists, particularly in areas of digital banking, leadership, and financial analysis. While a majority of employees acknowledge the positive impact of training on their performance and career growth, challenges such as a lack of time, irrelevant content, and insufficient organisational investment hinder its full potential. The study concludes that Bangladeshi banks must strategically realign their training initiatives to be more agile, technology-driven, and closely linked to both business objectives and employee career pathways to remain competitive. Recommendations are provided for enhancing training efficacy, infrastructure, and strategic alignment. Mon, 01 Dec 2025 00:00:00 GMT http://dspace.uiu.ac.bd/handle/52243/3327 2025-12-01T00:00:00Z http://dspace.uiu.ac.bd/handle/52243/3209 Internship Report on “Recruitment and Selection Process of Abdul Monem Limited” Tasnim, Sumaia This report entitled (Recruitment & Selection Process of Abdul Monem Limited) is indicative of the many vigorous and sustained activities which are involved to reach the successful stage of recruitment of an employee. It is also indicated here that, the HR managers must receive a discernible number of activities that impact and influence the individuals, who are working in the organization and the horizontal intakes which in turn how these people have an influence over the recruitment process. I have written the standard process of the recruitment process and the process I have been intended to carry out in the organization. I have devised some important findings and substantial and useful proposals that could be useful to the organization. To this effect, all my data is obtained in both primary and secondary sources of data and the report is written in proper APA citation and adoption of standardization form of referencing. Besides, on annexure section, I have illustrated some of the important questionnaires that can substantiate appropriate recruitment and selection process. As a part of the report, it is depicted and visualized that AML (Abdul Monem Limited), has a very strong HR department and HR policy. It is also observed that AML will always ensure that it takes care of employee proper safety and health. They have embarked on many initiatives so as to guarantee the employees the right of security & health. In AML, their communication with the workers is given greater focus. In conclusion, each of the procedures makes the whole HR department of Abdul Monem Limited consummate. Wed, 02 Jul 2025 00:00:00 GMT http://dspace.uiu.ac.bd/handle/52243/3209 2025-07-02T00:00:00Z